摘 要
在中国加入WTO以后，中国的市场化程度将会进一步加深，中国企业将面临更多的机会，同时也将面临更大的挑战，这种挑战不仅来自于国内原有的竞争对手，还将来自于因开放程度加深而带来的新对手。酒店业也将在这种复杂的背景中谋求生存。无疑，为酒店业全面树立市场化导向的经营思路，并确立合理的改革方案，将为酒店抓住新的发展机遇，在新一轮市场竞争中获得优势地位，具有重要的意义。
本文正是以此为主题，以海大酒店为案例，来论述酒店在市场销售部门中所存在的问题，分析这些问题产生的原因，并试图找到解决这些问题的思路。
根据海大酒店的情况，其市场销售部主要包括三大块，一是销售部，二是总台，三是康乐部门。这三个部分在很大程度上是独立的，然而，从对酒店营销业绩角度看，又是紧密联系在一起的。文章将这三个部分独立成章，分别进行了分析和论述。
从销售部来看，目前存在的问题主要是：（1）虽然市场销售部已经实行改革，业绩与工资挂钩，但由于完成任务后，奖金平分，这不能充分发挥他们的积极性，还使他们与客户谈判时，因不涉及到个人业绩问题，而使公司利益蒙受损失。（2）同事之间不存在竞争，也不存在合作，缺少交流。（3）销售人员经过多年的拼搏，体力上﹑思想上，已不容易跟上现今社会的高速发展。（4）没有对客源市场做出很好的市场定位，销售人员缺乏培训。销售人员之间由于缺少交流，缺乏培训，销售技巧一成不变，在谈判桌上不能很好地掌握客人的心理和需要，因而力不从心，不容易战胜客人，不能拿到较好的价格。（5）前台接待与销售部之间存在一些矛盾，尤其在节假日期间表现突出。因为酒店的房间有限，销售部为了完成任务，利用节假日期间多接团队和商务客人，只剩下小量的房留给散客，不能满足散客的需求。由于团队和商务客人的价位较低，而散客的价位较高，这样一来，使酒店的收入降低。解决这些问题的方案是：（1）根据深圳湾大酒店现存的人员状况和酒店制度，销售部的销售人员较适合用公平理论。具体办法如下：原有的奖励制度基本不变，但额外增加一项，拿出总奖金的5%，奖励做得最好成绩的销售人员。（2）在销售部人力资源方?妫匦胧实弊⑷胄孪恃海眯碌奈傻拇葱畔ⅲ椿盍Γ镁傻奈碌拇淳椋嗷ビ跋欤餐健＃?）对于不同类型的客户源，我们应该采取不同的具体方法去争取他们，使他们成为酒店的可靠利润来源。（4）对于销售人员，要从思想上，技巧上，口才上，品质上进行规范的，系统的培训。
从总台的情况看，存在的主要问题是总台的职能不明确，员工也缺乏相应的培训，工作效率较低。因此，为使这一部门更有效率地工作，首先应该明确总台的具体职能和工作内容。其次，要加大对总台的培训工作力度，并建立相应的奖罚制度。另外，要建立一个温馨、舒适的工作环境，让员工有个家的感觉，并定期组织一些有益的活动，增强员工的归宿感和凝聚力。当然，最重要的问题是要真正以客人为中心，为顾客提供个性化服务，让客人真正满意。
从康乐部门来看，针对深圳海大酒店的具体情况，本文建议作出一些改进，具体为：（1）顺应现代旅游消费种类多样化、消费结构多元化的特点，为客人建立个性化服务，满足客人文化娱乐、康乐健身等不同需求。（2）团结康乐部各部门，为客人提供完善的服务，树立起酒店“热情好客，耐心周到”的服务风格。提高酒店的等级声誉，以招来客人并在客人心中要树立高质量、高层次的服务形象。（3）积极与其他部门配合，完成酒店下达的营业指标，开展各种综合服务，引导客人消费，增加酒店收入，为酒店多创利润。
关键词：酒店管理，市场销售，改革，业务流程，组织结构
Abstract
After entering the WTO, China’s enterprises will face more opportunities and more challenges. These challenges will come from not only the native competitors, but the new ones from abroad. Hotels will also struggle to survive in such an environment. Therefore, it is of great importance for the hotels to lead a market-oriented operation to gain the competitive advantages in the new round of market competition.
The thesis is just on the subject. It focuses on the case of Haida Hotel, looking for the problems faced with by the Hotel in the Marketing Department, analyzing the reasons and trying to find the solutions to these problems.
In the Haida Hotel, the Marketing Department consists of three subdepartments, i.e., the marketing subdepartment, the receptionist subdepartment and the recreation department. The three subdepartments are independent of each other in some degree, but they are dependent closely in the angle of the performance of the marketing of the hotel. The thesis was divided into the three chapters according to the framework.
The problems encountered by the marketing subdepartment are: (1) Although the department conduct some reforms in the salary system, but not thoroughly enough to get the incentive of the employees to try their best. (2) The employees are not working as a team. They communicate too little, and there is no competition nor cooperation among them. (3)The marketing employees could hardly catch up with the latest development in our society. (4) The hotel is not marked to the costumers market and did not train their sales clerks. (5) There are some conflicts between the receptionists and the sales department, which is more obvious during the vacations. The solutions suggested in the thesis are: (1) The sales clerks should be paid fairly ; (2) Some new employees should be imported in the sales department according to the human resources plan;(3) We should classify the different customers and adopt different methods to attract them; (4) The sales clerks should be trained systematically in the minds, techniques, and so on.
The main problem in the receptionist department is that the functions of the department are not clear, which lead to the low efficiency in the department. So, we should clarify the exact functions and responsibilities of the department, train the receptionists, and establish the corresponding incentive system. Of course, it is of the first priority to center on the customers and satisfy them.
The paper also gives some suggestions to the recreation department. (1) To adapt the hotel to the diversification of the consumption, we should provide the personalized services. (2) The clerks of the department should combined together to provide the satisfying services for the customers. (3) The department should work with the employees of other departments, accomplish the task assigned by the hotel, and promote the revenues and profits of the hotel.
Key Words: Hotel Management; Marketing and Sales; Reform; Organizational Structure; Operating Process.
酒店的市场销售部改革：海大酒店案例
目录
摘 要2
Abstract5
第一章 引论8
1.1 研究动机和目的8
1.2 研究背景8
1.3 研究范围10
1.4 研究方法11
第二章 加入WTO：酒店业面临新环境13
2.1 我国酒店业市场开放的现状及开放的承诺13
2.2 “入世”对我国酒店业的影响15
2.3 “入世”后我国酒店业的应对措施17
2.4 海大酒店：民族酒店业的缩影19
第三章 销售部的改革方案21
3.1 销售部现存的五大问题21
3.2 五大问题的解决方案24
3.3 培训销售人员方案27
3.4 市场营业部业务流程31
3.5 销售部组织机构流程32
第四章 总台的改革方案33
4.1 明确总台各部职能和工作内容33
4.2 加大对总台的培训力度和建立奖罚制度35
4.3 增强员工的归宿感和凝聚力。35
4.4 为顾客提供个性化服务，为客人做到三心两意36
第五章 康乐部门的改革方案39
5.1 康乐部门的理解和改革方案39
5.2 康乐部门的组织机构设计40
第六章 小结41
6.1 思路回顾41
6.2 主要结论42
参考文献45
减小字体
增大字体